8. Nov, 2018

Does Personality Impact on Team Performance?

Thank you for yet more evocative questions. This week’s BLOG addresses Team Productivity and goes like this: “Can This Material Genuinely Improve Team Productivity?”

Absolutely, subject to the correct assimilation of this awesome material and here’s why!

Ask any firm with high staff turnover how much they effectively invest in inter-personal skills awareness from recruitment onwards and the honest ones will admit to not much.

Too many good staff, team leaders, supervisors, salespeople, managers and executives are lost because an organisation ~ small or large ~ failed to work appropriately, effectively and constantly to individual and group strengths allowing behaviour dissatisfactions to escalate into defections.

It is true, given the desire, relevant qualification and sustained motivation any of the four primary personalities can perform just about any role. But misplaced personality pays a high emotional price to donate conflicting behaviour that is not in harmony with their primary traits.

Here’s an example: a supportive personality (Warm/Asker) retrained as a cautious tax technician (Cool/Asker), an adjacent personality sharing commonality.

With reservations but stimulated by the offer of an exceptional package she accepted a position with a world leading accountancy firm, who failed to practice motivational or behaviour assessment, to perform a management role (Cool/Teller) leading a team of tax technician’s, a role demanding diametrically opposed personality traits.

Within a short time, she began returning home after each day of labour emotionally exhausted. She submitted to her doctors' recommendation for prescription drugs to help her sleep softening evenings with that much ‘needed’ drink.

After paying such a heavy price for nearly three years, and to her boss’s utter astonishment ~ he thought she was doing a great job ~ she resigned

This lady nearly became substance dependent and an oblivious firm lost a valuable asset by total misplacement within their organisation. Through naivety, the firm doubled its cost of recruitment ~ fees paid for the one they recruited and lost and fees to be paid for the one they now needed to recruit to replace her.

It is the responsibility of all business leaders, at whatever level, to be trained to know how to recognise and accommodate motivating values and primary personality to offer appropriate ‘situational’ reward to satisfy what makes someone want to persistently and consistently donate their WHY and to support them in HOW they best perform.

To explore how to achieve this, email john@uetp.co.uk or call 0044 7900 251 258.